J'ai travaillé chez The Challenge en Contrat Permanent (Pendant plus de 3 ans)
Excellent place to stretch your abilities & skills - all roles require a roll up your sleeves approach and you constantly learn and develop beyond your remit
Amazing collective - some of the most dedicated, resourceful, inspirational people I've worked with
Fun & laid back atmosphere, some degree of flexibility around hours of work or location (working remotely is generally permitted for majority of roles)
Mission, vision and culture - truly inspirational and worthwhile
Opportunity to have a real impact and get noticed through your job regardless of where you sit in the organisation
Informal recognition embedded in culture
Long hours if you work in programmes - a bit better in central support functions (though not much better)
Over-reliance on the goodwill of staff to get things running, rather than through robust internal procedures, processes and systems/technology
Appalling facilities (though I appreciate investment in facilities is not a priority given the tight resources)
HR and systems provision unable to keep up with and respond to the needs of the the organisation (at its high, nearly 1,000 in headcount during my tenure)
High performance expected in return of low pay - yes there are great developmental opportunities and this is the charity sector, but there is also a hierarchy of needs and if the hygiene factors are missing (for instance, a healthy pay), eventually staff will move on as the mission itself, worthy though it may be, won't pay your bills
Lack of professionalism, despite great efforts to implement culture change - for such a dynamic and predominately young workforce, it is startling how much resistance to change there is!
Directors make efforts to be visible yet they sometimes fail to really act on feedback from the grassroots.
Again for such a young and non-corporate organisation, the language and tone of voice in most of the communications (and the way some of our directors speak) can be quite elitist, overly formal, disengaging and completely at odds with our brand (then again the brand in itself is an issue and not really consistent)
Conseils à la direction
Really listen and act on feedback from grassroots. Better performance management procedures and conversations - and stop tolerating staff mediocrity, particularly at management level. Get better at having difficult conversations (instead of asking overly qualified people to do entry level jobs to address a recurring problem, maybe deal with the shortcomings head on, push out the incompetent people that are perpetuating the issues and implement better strategies and tactics). Stop relying on the goodwill of people and put proper procedures and systems in place. Have more commercially minded people (it's all well and good having a great mission but if you don't have the money to pursue it then it doesn't really matter - it should be achieving the mission through having a commercially sound model).
J'ai postulé en ligne. Le processus a pris une semaine. J'ai passé une entrevue à The Challenge (Londres, Angleterre (Royaume-Uni)) en septembre 2017.
There was a telephone interview before I was called for a face to face interview. There were few competency based questions including what skills would you like to develop ? Have you dealt with a difficult person?
Questions d'entretien d'embauche
Faites-nous savoir s'il nous manque toute reconnaissance du milieu de travail ou de l'industrie –